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One of our observations is that is when a member of your leader- the desired change (e.g., decreased
more emphasis is placed on general ship team attends a conference and recidivism, increased educational
leadership and administration than returns with “big ideas.” These ideas attainment, etc.), and the size of
on organizational planning and pro- are often driven by a desire to emu- the change or how much change.
gram design in most criminal justice/ late the leadership of another orga- The latter is generally expressed in
criminology degree programs—even nization led by a popular individual. percent change from baseline mea-
at the master’s level. And this same For real people, this is called “copy- sures to dates in the future after the
pattern is repeated in most leadership cat.” In social science terms, this is an program is in place.
development programs for criminal example of “mimetic isomorphism” All of these lend themselves to
justice leaders. That is, they teach the (DiMaggio & Powell, 1991). the development of logic models.
dynamics of organizational behavior For new programming, moti- Such models help planners lay out
and leadership, but not much about vation often arrives from elected the resources, organizations, target
the basic mechanics of organizational officials in the community. We have audiences, and activities required to
design that can achieve continued observed several instances in which achieve the measurable outcomes
and new outcomes. the new county mayor or supervi- desired. A Gantt chart helps in
The goal of this article is to intro- sor instructs justice-related (and developing the timing of implemen-
duce the reasons or motivations other) agencies to begin applying tation and specifying responsibili-
that correctional organizations can for any state or federal funding that ties to the organizations involved
use to develop IORs. This includes exists for programs. Reentry and in the process. It does help to have
a discussion of both the internal opioid crisis examples are among someone who is trained in these
and external motivations that affect the most popular programs of the planning and evaluation processes
practice. Part of our discussion past decade. The officials do not to take the lead. But how do we
focuses on the selection of EBPs necessarily have an idea whether maintain the motivation after all
and their implications for partner- the grant programs are relevant, but that work?
ships. The first step is to address the “something must be seen to be done We hear motivation commonly
motivation for using EBPs and the immediately!” Of course, the least- in sportscasting when announcers
sources from which it could come. desired external motivation is some- describe the swing of some sort of
The article also examines moti- thing like a court order or consent energy to lift a team toward vic-
vations for partnerships and their decree requiring a new program. tory. Organizations, a more complex
implications for controlling those The key issue then becomes if team, also have motivations. To
partnerships. Included is a discus- the grant-funded program that explain these motivations to create
sion of how current events can addresses the problem fits with the IORs, we turn to theories of orga-
impact partnerships with other mission of the agency. Ideally, the nizational decision-making. These
organizations in the community. motivation to pursue funding and theories help us understand why
develop programs should come from we enter IORs with other organiza-
Sources of Motivation: within the organization itself. That tions to achieve outcomes. To be
Why Do This? is, the program proposed addresses blunt, motivations for IORs are
Motivation can encourage an a “need” within the organization or as much about control as they are
individual to achieve new goals— the jurisdiction it serves. We will call achieving outcomes. In the next sec-
from health-related to academic or this an “organic” need, to be con- tion, we explore types of motivation
business success. The term can also trasted with an “imposed” need. for partnering with non-criminal
describe the reasons that individu- Defining the organizational need justice organizations, as well as
als in organizations behave in a in specific, measurable outcomes is their motivations for partnering
collective manner, such as develop- essential to good operational plan- with your organization.
ing IORs, rather than working with ning. We recommend the utilization
other internal departments to imple- of something akin to the SMART Organizational Motivations for
ment an EBP. However, sometimes approach. That is, the outcomes to Partnering to Deliver Programs
an organization’s decision not to be achieved should be specific, mea- We have now outlined some
collaborate is a rational choice. Here surable, achievable, realistic, and basic organizational motives to
we want to explore some of the time-framed. Through processes enter relationships with other
sources of motivations for develop- such as gap analysis and SWOT organizations. Our example focused
ing IORs and using EBPs. (strengths, weaknesses, opportuni- on developing programming, but it
Motivations to introduce EBPs ties, and targets/threats) analyses, can be applied to other relationships
and develop IORs may come from the organization can define the out- with external organizations (e.g.,
individuals. The classic example comes. This includes the direction of contracts). We drew on the work of

50 | JULY | AUGUST 2021 AMERICANJails